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Building Better Relationships at Work

Building Better Relationships at Work. GROWTH PLANNING EXEC COACHING STAFF ENGAGEMENT MANAGING CHANGE PEOPLE ORGANISATION AND DEVELOPMENT INTERIM MANAGEMENT. Are you a leader?. Leader ship (you) = relation ship x follower ship. Who are you?. Leadership - why bother?.

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Building Better Relationships at Work

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  1. Building Better Relationships at Work GROWTH PLANNING EXEC COACHING STAFF ENGAGEMENT MANAGING CHANGE PEOPLE ORGANISATION AND DEVELOPMENT INTERIM MANAGEMENT

  2. Are you a leader? Leadership (you) = relationship xfollowership

  3. Who are you?

  4. Leadership - why bother? • Some of the benefits to you: • Self-confidence • Stretch and growth • Motivated workforce • Greater work life balance • Reduced stress • More time for anything else you consider important in life (family, interests) • Spin off benefits on society (happier workers, happier people)

  5. Leadership versus management

  6. Leadership versus management • Managers manage things; leaders manage people? • Leaders set a new direction, managers manage towards an existing goal? • Management is mostly about processes; leadership is mostly about behaviour?

  7. Leadership versus management • Can a leader also be a manager? • Does a manager always have to be a leader? • Can someone who isn’t a manager be a leader?

  8. Who’s the daddy?

  9. Building Better Relationships at Work • Part 1: What does it take to be a leader? • Part 2: Many styles of leader • Part 3: It’s as easy as 1, 2, 3, 4…

  10. PART 1 What does it take to be a leader?

  11. How not to lead!

  12. Recipe for Leadership Soup

  13. Put it another way… “Emotional Intelligence” • Self Awareness • Understands own emotions, abilities, positive and self confident • Managing yourself • Self-control, trustworthy, conscientious, flexible, driven, takes initiative • Being aware of others’ needs • Empathy, aware of currents, customer-focussed • Social skills • Visionary leadership, influence, developing others, communicates, catalyst for change, manages conflict, building relationships

  14. Emotional Intelligence (EI) • 87% of leaders with high EI were in top third of annual bonus • Their divisions surpassed target by 15% to 20% • Divisions run by leaders lacking EI underperformed by about 20% (David McLelland, Harvard)

  15. OK, but how does this help you lead? • Being clear • If you don’t know where you are going, you will probably end up somewhere else • Being prepared • Keeping an open mind • Being sincere • Being positive and encouraging

  16. PART 2 The many faces of leadership

  17. Leadership has many faces

  18. Leadership styles

  19. When to use them • “Do what I say!” (Commanding) • Business turnaround, natural disaster • “Do as I do and do it now!” (Pace setting) • Highly skilled and motivated workers • “Come with me” (Visionary) • Business is drifting • “Try This” (Coaching) • Employees know they need to improve but resist change • “People come first” (Affiliative) • Building morale, increasing team performance • “What do you think” (Democratic) • Building flexibility

  20. Be flexible in yourleadership style • Effective leaders match their style to the situation • What they say and do resonates with others • They combine different styles to get the best result

  21. …and the R.E.S.T. • Respect • Empathy • Sincerity • Thanks

  22. PART 3 Your step-by-step guide to being a great leader

  23. It’s as easy as 1, 2, 3, 4… • What’s your vision? • Get your people on side • Get your plan • Measure progress and performance

  24. STEP 1What’s your vision? • Imagine your world as you want to see it • Do what you like doing • Do what you’re good at • Think about what’s important to YOU! • This helps you be FLEXIBLE! • Where are the OPPORTUNITIES to take advantage of your strengths / abilities?

  25. STEP 2Get your people on side • Who’s in your team? • Get to know them personally • Practise the REST! Respect, empathy, sincerity, thanks • Sell your vision • Sell the benefits • Ask them where are we now – areas to be addressed? • Be inclusive • Ask them what we need to do to get where we need to be? • Generates ownership and motivation

  26. STEP 3Make it happen • You need a plan! • What do you need to change? • Measurable objectives • People structure • Clear roles (job descriptions) • Make it MEASURABLE and ACHIEVABLE! • Specific tasks, owners, deadlines

  27. STEP 4What gets measured gets done • Will you achieve your vision? • Suitable MEASURES • Review these regularly and often • Do your people understand what’s needed? • Job descriptions, performance measures, performance reviews, personal development

  28. It really is as easy as 1, 2, 3, 4… • What’s your VISION? • Get your people on side • Make it happen • What gets measured gets done …and remember to practise the REST!

  29. Who are Business Doctors? • Planning your growth • Helping you develop as a leader / manager • Organising, motivating and developing your staff • Getting hands-on to help you make the changes happen

  30. Q?

  31. Final thoughts… “If you don’t create your reality, your reality will create you” (Lizzie West, b.1973, American singer-songwriter and social campaigner) “The workplace should primarily be an incubator for the human spirit.” (Anita Rodick, founder and CEO of The Body Shop)

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